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By R. G. Clay, C. F. Seaman

The mines of The Tennessee Copper Co. are in the Ducktown Basin, in southeastern Tennessee. The ore is a heavy sulphide consisting principally of chalcopyrite, pyrite and pyrrhotite and in places running as high as 95 per cent sulphur and iron. Operating mines are the Burra Burra and Eureka. Development ' of the Boyd ore body was started in 1940. Late in 1939 the decision was made to change from fuse and cap to all electric blasting and at the same time electric cap lamps were installed to replace carbide. These changes were made to improve the safety and working conditions in the mines. Both the Bureau of Mines and explosives manufacturers recommended electric blasting as a safety measure. Until that rime, electric blasting had been used only for shaft sinking and in places where it was absolutely essential for safety. Very few men had had experience in this type of blasting, as the places where it was required were those that also required direct supervision. It was necessary for the mining staff to work out methods, procedure, and equipment to be used. In this they were ably assisted by representatives of the explosives manufacturers. Many mistakes were made and it is the purpose of this paper to describe the original plan and installation, show the major difficulties encountered. the remedies applied, and present the practices now being followed. Comparison of costs of the two methods will also be discussed. About six months were required to make the change and eliminate fuse and cap blasting entirely. The first electric blasting stations were installed in November 1939 and the last fuse was taken underground in May 1940. A very unusual condition forced the use of fuse for a short time in one heading after May, but that will be discussed later. Original Equipment and Installation A power line is generally recommended as a source of current where permanent blasting stations are used. The plan worked out for electric blasting was to tap 220-volt alternating-current lines when they were available and use 250-volt direct current from the trolley wire at all other places. A blasting machine would be available at each shaft for places where there were no regular blasting stations and could be used if a regular station should fail. The equipment decided on was No. 16 duplex reinforced lamp cord for lines to within about 50 ft. of the working place and No. 20 lead wire from that point to the shots. An open double-pole, double-throw switch with slate base was put in the circuit, so connected that the down position would close the line to the shots 2nd the up position would connect it to the Iine from the power contactor. This switch was located in the circuit as close to the blast as was safe (should the shots explode when it was placed in the shooting

Jan 1, 1943

By PALMER H. TYLER

WHEN the Mid-Continent Section of the A. I. M. E. met at the roof garden dining room of the Tulsa Club on Monday evening, May 13, most of the members present came prepared with a credulity-stretching yarn of some sort or other, gathered from actual experience. Perhaps it was not realized at the time that such anecdotes would eventually burst into print, but while the excellent dinner was appeasing the inner man the word was passed around that informality and spontaneity of expression would characterize the meeting, with the result that the shackles of convention were eventually cast aside and the meeting waxed better and better until the hour grew ,late, and the chairman, L. G. E. Bignell, originator of the idea, brought to a close what was agreed to be a profitable and entertaining evening. The ball was started rolling by Paul Ruedemann of the program committee, who offered the following:

Jan 1, 1929

By Edward E. Johnson

The U.S. economy made significant progress in 1984. The current-dollar gross national product (GNP), the market value of the Nation's output of goods and services, increased almost 11 percent over that of 1983 to slightly more than $3.66 trillion (table 1), and the real gross national product increased almost 7 percent.2/ Such rapid growth in real GNP has not occurred since the early 1950's. Real final sales increased only 5 percent during 1984, and real business inventories increased $24.8 billion ($57.9 billion in current dollars). Total employment of 106.7 million was an all-time record, and the unemployment rate declined from 9.5 percent in 1983 to 7.4 percent in 1984. During 1984 the U.S. dollar showed great strength on international markets, contributing to large current-dollar negative net exports of goods and services (-$62.5 billion) and even larger negative net exports of merchandise (-$107.6 billion). The strong dollar and the substantial increase in net imports of goods and services helped reduce U.S. inflationary pressures and provided a major source of loanable funds for financing domestic private investment.

Jan 1, 1985

By Ross Gallinger

In 1997 a group of Canadian mining companies met to review the Mine Environment Neutral Drainage (MEND) program and to consider future activities. They concluded (i) that Canadian industry and NRCan should fund a small secretariat in Ottawa to support technology transfer in Canada and (ii) that it was important for industry to continue the momentum of MEND on an international scale. The need for INAP (International Network for Acid Prevention) was strongly endorsed by company, university, consultant and government experts from Australia, Canada and the U.S. who were convened in Vancouver in February 1998. The initial focus was the development of a solid knowledge base covering the collective experience of INAP's members to promote the dissemination of successful practices, the identification of knowledge gaps and the formulation of effective research proposals. The sharing of information on past successes and failures alone was viewed as sufficient justification for the formation of INAP. INAP was officially launched in October 1998, and is now an effective, industry based initiative to globally coordinate research and development in the management of sulfide mine waste. Significant improvements in the management of sulfidic mine materials through knowledge sharing, research and development of technology by INAP will reduce liability associated with acid drainage. This paper will explore the international efforts and activities of INAP.

May 1, 2002

By T. Lane Carter

BEFORE describing the experience with the Chinese on the Rand and the work they have accomplished, it will be necessary, sary, first, to give a brief account of labor-conditions in the Transvaal since the war, and then to show how the necessity of importation of labor arose. As is well known, the Transvaal mines are run on the dual system of labor-that is, the rough work is done by colored laborers under the superintendence of white men. From the start of mining operations in South Africa there has been the cry of shortness of native labor, due in great measure to the failure of Kaffirs to work continuously in the mines. While he works, the Kaffir is a satisfactory laborer, but his period of service is short, averaging about nine months. People unacquainted with the Kaffir have maintained that, by offering a higher wage and better accommodation, better results would be obtained from the native workers, but an increased wage simply aggravates the trouble. The Kaffir's wants are few. While at work he spends little of his money, and before long has sufficient capital with which to buy wives and become a gentleman of leisure. Doubling the wage of the Kaffir means that he acquires a competency in half the time, so that his period of service is correspondingly reduced. In 1899, before the war, there was always a cry about the scarcity of Kaffir labor. The highest number of natives at work was in July and August, 1899, when nearly 100,000 were employed. At the outbreak of hostilities the Kaffirs were scattered far and near, many doing well during the war by working for the military authorities. On the, resumption of mining operations on the Rand a serious mistake was made. Based on past experience, it was argued that if the whole industry decided to start anew with

Sep 1, 1908

By J Coombes

"In today’s challenging climate of reduced staffing, limited funding and uncertain markets, we are called on to operate more productively and ‘be more innovative’. As an industry, we are quick to identify our practice areas as a mark of our role in the machinery of the mine value chain. We proudly note our profession – ‘geologist’, ‘mining engineer’ or ‘accountant’ – and demarcate our responsibilities and even our physical space. We even subdivide our disciplines into sacred entities such as ‘logging geologist’, ‘resource geologist’ or ‘structural geologist’ to prevent any blurring as though somehow the confusion will cost valuable disciplinary ground. How can we function professionally to heed the call to be more productive and more innovative?The purpose of this paper is to underscore what is expected from project evaluation, examine the ways in which we work as an industry and explore alternatives used in other industries and environments.The paper begins with a summary of project evaluation expectations and the ways in which disciplines typically interconnect when conducting project evaluations. Next, the paper examines alternative work frameworks and making a distinction between multidisciplinary, interdisciplinary and transdisciplinary frameworks. In-practice examples of these frameworks in alternative industries and contexts provide evidence for application as well as an opportunity to examine their pros and cons.The paper closes with a call to re-examine working practices in the mining industry, with a view to enhancing productivity and heeding the call for greater innovation.CITATION:Coombes, J, 2016. Transcending the mining discipline divide – multidisciplinary, interdisciplinary or transdisciplinary?, in Proceedings Project Evaluation 2016, pp 2–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By K Prendergast, P Dale, I Taylor, A J. Vigar, B Lueck

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. The Kainantu Project is located within the New Guinea Thrust Belt in northern Papua New Guinea. The area has a long history of exploration and production, with the discovery of alluvial gold in 1928 followed by the discovery of vein deposits of gold and copper at Kora in the 1950s and the current Irumafimpa vein gold mine. Current resources on the Kora-Irumafimpa Vein System (KIVS) stand at 1.5 Moz Au, 5 Moz Ag and 217 Mlb Cu.Mineralisation in the region includes gold, silver and copper associated with mid-Miocene age mafic to felsic intrusions. The KIVS occupies a broad north-west-trending mineralised zone more than 2.5 km long and 200 m wide, with the Kora, Eutompi and Irumafimpa veins on the western side and the Judd and Upper Kora veins on the eastern side. Economic mineralisation occurs in two closely related events occupying the same strongly structurally controlled shearing (quartz-Au-telluride veins and sulfide Au-Cu-Ag veins with free Au) and is best described as a significant intrusion-related event with both epithermal and mesothermal facets that does not appear directly related to known porphyry Cu-Au systems as seen at the surface. Significant wolframite is associated with vein quartz of a slightly older age but also occupies the same shear system.The KIVS occurs within a larger mineralised area of approximately 5 × 5 km. It has complex multiphase intrusions, breccias and diatremes that are only partly delineated by drilling and comprises multiple occurrences of Au-bearing veins and porphyry Cu-Au mineralisation. The area is considered to have high potential for extending the current resources and is being actively explored. The proposed recommencement of mining activities recognises the complexity of the KIVS and later disruptive faulting and will require tighter grade control systems, targeted mining techniques and a gravity circuit to maximise free Au recovery.CITATION:Vigar, A J, Lueck, B, Taylor, I, Prendergast, K and Dale, P, 2015. Kainantu gold-copper system, Papua New Guinea, in Proceedings PACRIM 2015 Congress, pp 601–606 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

By D. Stone

"The Beal Mountain mine near Anaconda, Montana, is an interesting case history of a mine that has continued operations despite several large pit wall failures over a period of approximately 10 years. The largest event involved some 3.9 million tons of rock that has moved steadily at a rate of about 0.05 ft/day since 1992. This paper documents the geotechnical instrumentation and monitoring programs implemented at Beal to provide the company with a comfortable baseline that supported ongoing operations. The success and failure of a variety of stabilization measures will be discussed, along with typical instrumentation responses for several significant events. The success of Beal Mountain serves as a good model for mines faced with serious geotechnical challenges."

Jan 1, 2002

By A. E. Jack Swanson, Brian P. Micke

INTRODUCTION Nevada Goldfields began underground mining development at the Kingston Project in September, 1986, followed by mill start-up in March, 1987. The first gold pour in April followed three years of preparatory work in establishing a North American operational base for the production of precious metals by Golconda Minerals N.L., an Australian mining firm. GENERAL CORPORATE BACKGROUND The Golconda Group of companies was established in early 1983 in Australia. It began operations by successfully retreating tailings at several old gold mining sites throughout Australia. With the limited reserves available for tailings retreatment, Golconda began to look toward the future by conducting a gold exploration program in Australia. However, the continued high price of gold in Australia had limited the possibilities of acquiring good properties at a reasonable cost and consideration was given to looking outside Australia in addition to Golconda's domestic exploration activities. North America was favored because of the proven potential for substantial gold deposits, the established infrastructure which would allow for rapid and cost-effective development of new projects and the advantages of similar political and economic climates. In mid-1984, Golconda established an office in California and began an extensive study of over 100 prospects throughout the United States. Two prospects were identified as a result of this study whch showed merit; one was located at Empire, Colorado and the other at Aurora, Nevada. Negotiations were then successfully undertaken to acquire these two properties. Golconda's U.S. offices were moved to Reno, Nevada in early 1985 to facilitate management of its projects. To operate and manage these projects, a small Canadian company listed on the Vancouver Stock Exchange, Cannon Minerals, was acquired by Golconda and renamed Nevada Goldfields Corporation. The current structure of the company is shown below in Figure 1. A private placement of 2,575,000 shares of common stock at US54.00 per share was arranged by Jacksons Limited of Australia in association with W.I. Carr (U.K.) Limited of London. This placement resulted in US510.3 million being available in May, 1986 for the acquisition and initial development of the Aurora and Empire projects. While the financing was underway, project planning commenced on both the Aurora and Empire projects. The Aurora project was selected as the one to be initially developed because of its relatively advanced stage of development. The

Jan 1, 1987

By Layton C. Binon

Exploration budgets are commonly determined by "rules of thumb" such as a percentage of earnings or other fiscal measure. An appropriate exploration budget is the amount needed to achieve the goals of the company. It can be determined by discounting the income expected from achieved goals. Budgets for individual projects are determined in a similar manner except that risk of failure is included in the computation.

Jan 1, 1981

By Walter R. Curtner

Many, if not most, of today's pollution liability claims are related to events ("occurrences") that happened in the past. This fact creates an opportunity to obtain a large amount of insurance coverage at essentially no cost. Furthermore, in many cases, this insurance coverage is readily available. Scenario #1 For some 15 years, an underground gas tank has had a slow leak. The leak has now been discovered because the gas has contaminated nearby wells. As a result, an expensive $1 million cleanup is required. In addition, a liability suit has been filed for damages due to the contamination of nearby wells. Consequently, legal expenses are being incurred. Are all of these actual and potential costs insured? Obviously, if you have a pollution liability policy in place, the above costs will probably be insured. I say probably because business liability policies are not uniform. But, what if you don't have a pollution liability policy and what if your current general liability policy excludes all pollution liability (as most of them do today)? Under these circumstances, it first appears there is no insurance for this $1 million cleanup and liability suit. But this is probably not the case. You may well have insurance coverage, and you may well have much more insurance coverage than you ever expected. And, the insurance that I'm referring to is already in place. You simply need to find it and learn how to use this insurance - I'm referring to your old policies. In many cases, old liability insurance policies provide coverage for claims made today, because these policies were written on an "occurrence" basis of coverage. In fact, most still are written this way. This means that the insurance policy covers bodily injury or property damage liabilities (as defined in the policy) arising out of' "occurrences" or accidents that happen during the policy period regardless of' when the claim for damages is made. Therefore, for insurance purposes, the key question is: when did the "occurrence" take place? If someone falls and breaks a leg, that is clearly an "occurrence." The broken leg occurrence is, therefore, insured by the liability policy that was in existence at the time of the fall - regardless of when the claim or suit is filed, if ever. However, the answer to this question is seldom an easy one when you are looking at a pollution claim. In our scenario, the tank had a slow leak over 15 years, but property damage was not discovered until now. The question of when the "occurrence" (as defined in the insurance policy) took place has been litigated and continues to be litigated in many courts across the country. But, most often the answer has been that, for insurance purposes, the "occurrence" is the entire period that the tank was leaking (15 years), even though the contamination to the water was not discovered until 1987. This means that the person or company that is insured can potentially use all of its general liability policies (if they are "occurrence" policies, and most were), which were purchased during the 15 years from 1972 until 1987. And, these policies will potentially insure all of the claims and related exposures that arise out of this leaky underground gas tank. Scenario #2 In our first scenario, the claims and expenses were insured by past general liability policies because the claims arose out of events in the past, which, in turn, caused damage. Let's look at another example. In this scenario, Company XYZ has received a request to help clean up a landfill site because 10 years ago, XYZ dumped some toxic substances at the site, which was totally legal at the time. XYZ has not dumped anything at the site since this time. Nevertheless, XYZ is now being required to contribute $2 million to the cleanup of this site. In this scenario, if you had purchased "occurrence" general liability policies 10 years ago, these 1977 policies would (potentially) apply to the current $2 million cleanup claim. And, the reason is that the "occurrence" leading to the 1987 claim took place in 1977.

Jan 10, 1987

By Lloyd Williams

1. This investigation shows that the Poplar Creek is the most important bed in Scott County from a production standpoint. Although the Poplar Creek bed contains the largest reserve, the Big Mary has a larger recoverable reserve. Estimates of reserves also have been made for the Pewee, Red Ash, Windrock, Upper Pioneer, Jellico, and White Oak beds. 2. Known measured and indicated reserves of coal, based on a minimum bed thickness of 14 inches and on 1,800 short tons per acre-foot of coal in place, are estimated to be 143 million tons as of January 1, 1954. Of this total, 74 million tons is in beds 28 inches and more thick. Areas in each bed were omitted from the estimate because available data relative to the bed characteristics are too meager for making an estimate that conforms with the definitions of measured and indicated coal adopted for this study. Should future drilling or development prove reserves in these areas, such reserves should be added to the total estimated reserves.

Jan 1, 1956

By J C. de Vries

When times are tough in the mineral industry û as they have been for some time û typical responses by mining companies are to cut costs and/ or increase production. The latter is seen to spread fixed costs, thereby also reducing unit costs per tonne mined. However, most mineral deposits respond to increased production rates by lowering ore grades, so the reduction in cost per tonne of ore does not necessarily result in a reduced cost per unit of metal produced. The authorsÆ experience is that this process often leads to a mine plan that is a long way from optimal. Producing to the point where marginal cost equals marginal revenue may work well in a manufacturing operation, but it is not necessarily the best strategy for a mining company with a depleting resource. Variations in tonnage and grade with depth, ore reserve optimism and a variety of other factors conspire to produce variations in production rates and grade that often result in suboptimal outcomes and potential mine failure. Added to this is the focus of industry analysts and senior corporate management on such measures as unit costs and ounces in reserves. This is perceived to have the perverse effect of driving the share price down when strategies are adopted that actually improve the value of the mining operation, and vice versa! Many mine failures can be prevented by a close examination of the tonnage grade curve and an understanding of how margins, net cash flows and resulting business risk change with cut-off grades and rates of production. A few relatively simple analyses early in the evaluation of a project can demonstrate the tradeoffs between the main decision parameters, leading to right-sizing of the operation. Once major commitments to major capital items have been made, and reserves have been publicly reported, optimisation of the operation becomes much more difficult than if it had been done earlier. Such investigations can also identify the upside potential and downside risks associated with factors outside the companyÆs control. Many strategies that may enhance value in the good times significantly increase the downside risk in the bad times. What is often called risk analysis typically looks at superficial issues, and does not evaluate the major factors leading to the potential for financial disaster. This paper illustrates some of these major risks, and demonstrates how they may be fully evaluated so that corporate decision makers can make fully informed decisions that take account of the real risks.

Jan 1, 2003

By Hubert Erik Sherer

Determination of the best time to replace an aging unit of equipment is a recurring problem which is common to essentially all surface and underground mining operations. Virtually all mining equipment is subject to wear and the resulting deterioration that increases with equipment life. This mechanical deterioration results in lower availability and, thus, decreasing, production. Due to decreasing production and increasing repair costs, there is an optimum age at which the replacement of a given equipment unit with a new unit will result in the lowest cost per unit of production for the equipment operation in question (Figure 1). Determination of this optimum replacement age is further complicated by factors such as: possible overhaul alternatives, fleet replacement and expansion alternatives, remaining life of the mine, and technological improvements in the potential replacement or differences in the production capacities of these replacements. Determination of the optimum time to replace an equipment unit becomes more critical each successive year due to the rising capital costs of new equipment versus maintaining old equipment. An incorrect choice of the replacement age for an equipment unit can result in excessive costs to the mining operation. If a unit is replaced too early, the capital cost of the unit is not fully utilized; conversely, replacing a unit too late results in excessive maintenance costs and low production. The economic life of a piece of equipment is the equipment age that results in the lowest total discounted cost per unit of production for that piece of equipment, not considering the cost of future replacements. The economic life of a piece of equipment is usually shorter than the physical life, the maximum age at which a machine is capable of doing useful work. The optimum replacement age for a piece of mining equipment may vary from the economic life of that equipment due to the remaining life of the mine, fleet considerations, costs associated with potential replacement machines, and capital rationing constraints. For example, the equipment life of the current machine that may result in the lowest cost per unit of production might be 10 years; however, when the timing of the future replacement costs are entered into the calculation, a different life for the current machine might result in the lowest total cost per unit produced for the remaining life of the mine.

Jan 1, 1982

By Daniel Hodouin, Bruno Girard, Claude Bazin

"Mineral processing and smelting operations have the reputation of being complex processes. Process operators of these unit operations have acquired from experience and basic training a superficial understanding of the relationships between process output and manipulated variables. This understanding, which is a very valuable know-how for process control and optimization as well as for operator training, is however difficult to extract. This paper describes a time series based approach that can be used to extract this know-how, which can subsequently be used for operator training. The method is illustrated with an example taken from a smelting process.IntroductionThe emergence of Total Quality Management and Statistical Process Control philosophies in the North American industry (Brown, 1991 ), as well as the increasing popularity of the IS0- 900x standard accreditation, provide a strong incentive to review the training procedures for plant operators. The importance of employees training is acknowledged in two of the 14 points of Deming's road to quality (Deming, 1982) as well as by control engineering consultants (Hendricks et al., 1994). However guidelines for the operation of industrial processes are often transferred from an operator to another one with allowance for flexible interpretation of many operating rules. Such transfer is typical of complex industrial processes to which particulate processes of ore dressing and extractive metallurgy belong.Capturing the knowledge of experienced operators is often a difficult task. Cognition engineers are able to extract this knowledge and transfer it into rules that ultimately are implemented into expert systems. Cognition engineers are however not always available and plant supervisors may prefer to keep training as an internal liability. Another difficulty through interviewing of the process operator is its lack of willingness to transfer what he has learned by hard working to other people, whose ultimate goals are to develop computerized applications that may replace him in a near future, or reduce its importance in the production line.This paper shows that time series can be advantageously used to capture the average process understanding of plant operators and to help reviewing training procedures. The method s illustrated with data collected during normal operation of electric arc furnaces and it is shown how the approach has led to a fruitful discussion between process engineers and operators that ultimately provided savings of more that $200,000 per year per furnace. There are 9 furnaces in the studied foundry. Such savings are not the results of application of advanced control strategies nor of ""miracle press button software», but of an improve awareness by engineers and operators of the importance of properly defining the operating procedures to control a process."

Jan 1, 1996

By C. W. Hall

MINE executives, as a rule, have always been willing to adopt new ideas of operation, or to listen to proposals which might increase the effectiveness of their enterprise, more especially so if they could be shown how definite results might be attained by introducing any conception suggested. In these days of high wages, high cost of supplies, and high taxes, operators are even more inclined to accord consideration to innovations or improvements, and many go so far as to employ men to conduct special investigations and make studies for the purpose of advancing production. Where a man is brought into an organization to do work of an efficiency nature, it often creates resentment among the operative heads because of having their work directly scrutinized, or investigated, and there is a tendency, if not actually to obstruct, to fa.il to cooperate; in which case the investigator is handi-

Jan 1, 1925

By P Mitchell, S Pushpan, G Ferres, K Bobbermien, L Hudson

"Falling commodity prices and a rising supply surplus have ushered in a period of restraint in capital project investment across the global mining and metals sector. Competition for capital project funding has seen fewer projects progress through investment gates and a stronger focus on projects that deliver gains in capital productivity and strategic outcomes.Over the course of the 2015 financial year, EY conducted a study of 108 projects in the global mining and metals sector (EY analysis; Larsson and Ericsson, 2014; SNL Financial, 2015). The projects studied were at various life cycle stages and related to the development of copper, iron ore, gold, coal, nickel and other commodities. Each individual project investment exceeded US$1 B, and the studied group represented a cumulative investment value of US$367 B.The research found that the majority of projects were delayed and/or over budget when measured against the initial estimates made during the early stages of the project life cycle. Of the surveyed projects, 69 per cent were identified as facing cost overruns with an average overrun of 62 per cent above the initial estimate and 50 per cent reported schedule delays, even after remedial acceleration initiatives.The analysis found that budget and schedule overruns could be attributed to five key causes:project management factorsstakeholder conflictsresource constraintsregulatory, and policy-related challengesunfavourable external environment.Improving project delivery performance starts with successful planning, followed by rigorous management during delivery. From global experience on large and complex capital programs, EY has observed a consistent theme of underinvestment and a lack of focus in three often-overlooked but critical areas:implementing effective governance and reporting frameworks with lead indicators that reliably flag emerging risks while they can still be mitigatedallocating adequate cost and time contingency to account for risks across the life cycleenhancing the value of contingency by aligning contingency plans with scenario plans.This paper explores the surprising findings of the study, proposes a root cause model and examines key considerations in applying these critical enabling techniques.CITATION:Hudson, L, Mitchell, P, Ferres, G, Bobbermien, K and Pushpan, S, 2016. Are your megaproject schedules and costs under – or out of – control?, in Proceedings Project Evaluation 2016, pp 75–85 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

Case I- Timber Pile Test- 4 pages describe the pile driving record, the pile load test and the boring log. Case II- 24 inch square prestressed concrete pile-5 pages give details about the pile driving, the boring log, the pile driving record, and the pile load test. Case III- 12 inch square prestressed concrete pile- 5 pages describe the compilation of SPT blow counts for the whole project, the pile driving record, the pile load test and the detailed boring logs. The 70 foot long pile was driven by a Vulcan 08 pile hammer. Case IV- 12 BP 53 Steel H pile- 3 pages give the pile load test, the pile driving record and the nearest boring log. The 64 foot long pile has its tip at elevation 908 ft. and the ground is at elevation 972 ft. The contractor augered to elevation 959 ft. before driving the pile with a Conmaco 08 single acting pile hammer. The hammer had an 8000 pound ram, a rated energy of 26,000 ft-1b., and a 7 1/2 inch thick asbestos cushion. Dynamic measurements were made during driving of the test pile and measured a hammer energy equal to 12,500 foot-pounds.

Jan 1, 1988

By William C. Baldwin

Unitization and containerization continue to grow with great rapidity throughout the world today. Every industrial nation outside of the Iron Curtain is devoting more and more time toward research of these developing sciences. Unitization and containerization are proving to be the solution to many of modern industry's most pressing handling and shipping problems. Manufacturers make large savings, carriers receive many benefits, and customers take an increasing interest in demanding that their shipments either be unitized or containerized. Unit-loads consist of items, packages or bulk materials pre-assembled into a convenient mass for handling by mechanized equipment and to fit the internal dimensions of carriers. It has been found that unitized handling and shipping offers cost savings too great to be ignored by anyone interested in the distribution of goods. At present, the benefits from unitized shipping and handling are being enjoyed only to a small extent due to the failure of many persons concerned with handling practices in recognizing only some of the advantages of unitization. Before the full benefits of unitized handling and shipping can be realized, some major changes in packaging and distribution practices will be necessary on the part of industry. Numerous investigations in the last two years show conclusively that there are more advantages and more inherent savings for shipping goods on pallets in unit loads than by any other method. There is no question that unit-load handling can offer significant advantages to the user over piece-by-piece package handling. Reduction in handling costs is the primary objective of such activities, but it is by far not the sole objective. Some of the other benefits that can be realized are:

Jan 1, 1973

By Steven K. Ruggieri

This report describes the operation and maintenance of the Mobile Inert Gas Generator for use in the Remote Sealing System for fighting underground coal mine fires. Seals are emplaced in mine passageways between the fire zone and the rest of the mine isolating the fire zone from the mine. The seals consist of fly ash that has been pneumatically conveyed via inert gas through a borehole connecting the surface and the passageway, Inert gas is used as the fly ash seal transport medium (instead of fresh air) since the introduction of large volumes of fresh air in the vicinity of the fire zone would be undesirable. The inert gas generation equipment is mounted on two flatbed trailers, the "hot" trailer and the "cold" trailer. The hot trailer contains the combustion and cooling equipment. The cold trailer contains the moisture removal and compression equipment necessary to convey the fly ash. The system is self-sufficient and requires only fuel and fly ash deliveries. The Inert Gas Generator has been thoroughly performance tested and has been operated in the field for approximately 200 hr. The system was employed in the demonstration of the entire Remote Mine Sealing System at the Jenney Mine in the Fall of 1978. The system is currently available for fighting any future underground coal mine fires.

Jan 1, 1980